“I’m ready! Let’s change. It’ll be easy, welcomed, and very smooth for everyone.”
This is rarely (ok, never) how change happens, whether it’s personal, interpersonal or organizational.
How it usually happens: good-intentioned people whisper in our ear, give us data, ask meaningful questions, tell us what’s coming, or hint at the need for change and patiently wait for someone or something to click. It’s the old, ‘know better but don’t do better’.
This year I’ve witnessed and experienced my fair amount of change and it got me thinking about the so-called ‘readiness factor’.
Aka, when does change happen, when do people and organizations decide, “I’m ready!”. Why is now the time – how did we finally move the needle?
Enter the Gleicher organizational change formula: C = (abd) > x
- C = Change
- a = compelling, vivid, vision of desired future state
- b = Dissatisfaction with status quo (pain message)
- d = Practical first steps, strategies or action plans that can close the gap
- X = Perceived costs of change (personal / organizational)
Everyone loves a good theory. But, here’s what experience has taught me:
- Make it real – The need for change has to be specific and baked into the work. Abstract picture painting of the future rarely works because blank slates and ambiguity are almost as scary. We’d rather hang on to what we know.
- Don’t do it alone – change may start with one person but it takes an army. Find your soldiers. Remember you’re not the hero – they are.
- It was their idea – speaking of, it’s hard to change minds. Remember that friend who has told us the same advice for years, but we only act on it when it was our idea? Same thing in organizations.
- Don’t be a threat – change feels safer when it comes from someone in our in-group. If you’re in the out-group (foe, not friend), bring others with you who aren’t.
- Utilize momentum – change happens in small bursts and people need a sense of progress and small wins. But, once we (or our organization) have let go of something that doesn’t serve us anymore it is transformational.
- Change is everyone’s job. So, be wary of a scapegoat – spread the ‘pain’ around so that one person in the group isn’t holding it, or the problem, or the solution by themselves. Change is easier (not harder) in groups, but only if everyone does the work.
Ready. Set. Change.